HR Knowledge: Employer Branding and Retention Strategies - SHRM India

Employer Branding and Retention Strategies

• Paige Wolf •

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Objectives

• Business case: Setting the stage for effective recruitment and retention.

• What attracts employees?> Attractiveness dimensions.> Employment branding at PacifiCare.> Employment branding activity.

• What makes employees stay?> Retention factors at Google (video).> Generational differences.> Targeted retention at Deloitte.> Innovative retention at Best Buy.

• Wrap-up

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Business Problem

Scenario• The organization:

> Needs a qualified, talented person for a position.> Advertises and recruits for the position. > Hires someone for the position.

• The employee: > Is trained and socialized.> Experiences a learning curve.> Becomes productive.> Leaves the organization.

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Business Problem

• What are the business concerns related to this scenario?

• What are the implications of these costs to employers in terms of recruiting and retaining employees?

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Turnover

Not all turnover is bad…

• Dysfunctional turnover:When talented, experienced, knowledgeable,

productive, well-networked, high-potential employees leave the organization.

• Functional turnover:When disruptive or poor-performing

employees leave the organization.

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Psychological Contract

HR and managers must partner to prevent dysfunctional turnover.

• This requires understanding the “psychological contract”: The unwritten understanding regarding what both the employee and employer want from the employment relationship.

1. What is your psychological contract?2. How does it differ from your parents’ and

grandparents’ psychological contracts?3. What other factors affect psychological contracts?

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Recruitment: What Attracts Employees?


ASA Model (Schneider, 1987, 1995)

The composition of organizations is determined by• Attraction:

> People are attracted to organizations whose attributes are congruent with their own personal characteristics (e.g., values, personality).

• Selection:> Organizations select applicants with attributes it

desires (influenced by organizational founders).• Attrition:

> People will leave organization if they don’t fit.

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Employer Attractiveness Dimensions

• Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment.

• Social Value: Attraction based on a collegial work environment with good team atmosphere.

• Economic Value: Attraction based on salary and benefits.

• Development Value: Based on recognition of work and career-enhancing opportunities.

• Application Value: The employee’s ability to apply what they have learned to teach others and interact with customers in a way that is positive and humanitarian.

Source: Berthon, P., Ewing, M., and Hah, L. L. (2005). Captivating company: dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2), 151–172.

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DaimlerChrysler Advertisement in The Economist

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Employer Branding: What is It? Why Do We Need to Do It?

• Employment branding is “internally and externally promoting a clear view of what makes a firm different and desirable as an employer.” (Lievens, 2007)

> A consumer branding goal asks a person to buy a product or service.

> An employment branding goal asks a person to change their life.

• Why Do It?> By 2010, there will be 5-10 million fewer workers than jobs

in the U.S.> Generation X’s workforce is half the size of the about-to-

retire baby boomers.

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Adapted from: Estis, R. (2008). Employment Branding: Attracting and Retaining Generation NEXT. SHRM 60th Annual conference and Exposition, Chicago, IL.

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Employer Branding Research

A strong employer brand is related to:> Pride of individuals expected from being

organizational members (Cable & Turban, 2003).

> Applicant pool quantity and quality (Collins & Han, 2004).

> Stable and positive workforce attitudes and organizational performance compared to broader market (Fulmer, Gerhart, & Scott, 2003).

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Goals for Employer Branding

• Establish an image of the employment experience.

• Create synergy with consumer brand:> Align promise to customer with promise to

employees.• Clearly state “what’s in it for me” to potential

applicants.• Entice the right candidates to apply for the job.

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Adapted from: Estis, R. (2008). Employment Branding: Attracting and Retaining Generation NEXT, 60th Annual Conference and Exposition, Chicago, IL.

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Building an Employer Brand

1. How is employer branding different from recruiting?

2. How do you start a branding effort?3. What should your branding message include?

What is your value proposition?4. How should the level of branding efforts vary

based on the economy?

Source: Joinson, C. (2002). Building and Boosting the Employer Brand, Employment Management Today, 7 (3).

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Five Steps to Building an Employer Brand

1. Understand your organization.2. Create a compelling brand promise that mirrors your

customer brand promise. Articulate your value proposition for employees.

3. Develop standards to measure the fulfillment of the brand promise.

4. Align all people practices to support and reinforce the brand promise.

5. Execute and measure.

Source: http://www.hewittasia.com/hewitt/ap/australia/index.htm

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PacifiCare

• Launched a comprehensive employer branding campaign, including> Employee value proposition:

• Envision. Innovate. Accomplish. > Consumer message:

• Caring is good. Doing something is better.To what extent are these aligned?> Employee referral program (ERP):

• ERPs are one of the best recruiting tools in terms of performance and retention.

• Particularly effective when the referrals are coming from committed and productive employees.

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Employer Branding: Recruiting Advertisement

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Source: http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf

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Employee Referral Flyer

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http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf©SHRM 2008



PacifiCare

PacifiCare’s employer branding efforts have been recognized by the following awards:

> Best Employer Brand: 2006 Electronic Recruiting Exchange

> Best in Class Employee Referral Web Site: VirtualEdge West Coast User Group

> Top 50 Employer for Minorities and Women: Fortune Magazine

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http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf

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PacifiCare’s Results

• Branding results:> 85% of interviewed candidates agreed with the

statement, “PacifiCare is a good place to work.” This was a 25% increase.

> 81% rated PacificCare either “one of the best” or “above average” as compared to other companies.

• Employee referral results:> ERP participation increased by 31%.> Referral hires increased by 15%.> Conversion rate of referrals to hires: 85%.> Hiring manager satisfaction: 84.82%.

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http://nasrecruitment.com/TalentTips/Archives/PacifiCare_white.pdf

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Retention: What Makes Employees Stay?


Google

• #1 on Fortune’s 100 Best Places to Work in 2007 and 2008.

• Known for little bureaucracy.• Hire smarts; less emphasis on experience.• Good ideas are implemented, regardless of

who they came from.• What is it like to work at Google?

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What makes employees STAY?

• Advancement opportunities.*• Constituent attachment (co-workers, boss, employees).• Extrinsic rewards (pay, bonus).• Flexible work arrangements.• Investment in the organization.• Job satisfaction.• Lack of alternatives.• Location.• Non-work influences.• Organizational commitment.• Organizational justice.• Organizational prestige.*

Green – cited significantly more by high performers than low performers.

* - cited significantly more by higher-level employees than hourly.

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Embeddedness Theory of Retention

Premise: The more embedded an employee is in the organization, the less likely they will actually leave.

Embeddedness factors include:> Fit:

• With organization--working conditions, culture.• With community--affordable housing, commute,

pace, etc.> Links (connections):

• To people and projects in organization.• With the community.

> Sacrifice: What would I have to give up?• From organization (benefits, flexibility, tuition,

perks). • Community (schools, neighborhoods, friends).

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Generations in the Workplace

We have four generations represented in today’s workforce:

> Matures (born between 1901-1943).> Baby Boomers (born between 1943-1960).> Gen X (born between 1960-1980).> Gen Y (born between 1980-2000).

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Multigenerational Workforce• Each generation:

> Shares a similar set of experiences and perceptions due to the events of their lifetime.

> Brings a different perspective to the workplace.

> Has different interactional styles and preferences.

> May misinterpret words and actions of employees from other generations.

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Multigenerational Workforce

Employees across generations need to work together more today:> Flatter organizations.> Growth of performance and merit-based pay and

promotion systems.> Globalization and knowledge-based economy

requires collaboration.

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Multigenerational Workforce

Employers who maximize cross-generational communication improve knowledge transfer, yielding:> A better-developed workforce.> A more competitive position.

Source: Kovary, G. (2008). How to Get, Keep, and Grow all Four Generations. 60th Annual SHRM Conference, Chicago, IL.

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Generational Differences: Summary

Work Related: Matures Baby Boomers Gen X Gen Y

Values Loyalty, dedication, sacrifice, honor, hard work, compliance

Personal growth, youthfulness, equality, ambition, collaboration

Independence, pragmatism, results-driven, flexibility

Confident, optimistic, civic minded, innovative, diversity focused, techno-savvy

Expectations Stability Rewards for hard work

Continuous learning, challenging, work-life balance

Continuous change, rapid career growth, personalized experiences

Behaviors Respectful of authority, linear work style

Challenge authority, loyal to team

Unimpressed by authority, loyal to manager, results-focused

Respect for competency, not title; loyal to peers, focus on change

Goal Build a legacy Have an effect Maintain independence

Find work and create a life that has meaning

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Source: Kovary, G. (2008). How to Get, Keep, and Grow all Four Generations. 60th Annual SHRM Conference, \Chicago, IL.

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Generational Viewpoints on Job Changing

• Matures: Job changing carries a stigma.• Baby Boomers: Job changing puts you behind.• Gen X-ers: Job changing is necessary.• Millenials: Job changing is part of their daily routine.

Adapted from: F. Leign Branham, The Seven Reasons Employees Leave, presented at 2006 SHRM national Conference, Washington, DC

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Generational Similarities

How are we similar?• People all want to trust their supervisors.• No one really likes change.• We all like feedback.• Everyone likes security and the ability to balance

work and life.

Deal, J. (2006). Retiring the generation gap: How employees young and old can find common ground.

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Targeted Employee Retention

Deloitte• Low retention of women threatened their business.• Created the Women’s Initiative program designed to make

Deloitte a better place to work, especially for women.• Developed mass career customization:

> Employees needs differ at different life stages.> Increased choices in shaping career paths to fit life choices.> Focused on adaptability of employee and employer.> Made explicit certain trade-offs between choices.> Increased retention by creating a sense of loyalty and

connection.

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Source: Women Leaders; Symposium, 22nd Annual Conference of the Society of Industrial and Organizational Psychologists; April, 2007, New York, NY

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Actions taken to retain and promote womenNote: All programs and opportunities developed under WIN were available to both men and women.

• Allow choice with regard to:> Pace of career progression.> Workload.> Location and schedule of work.

• Up to five-year leave of absence while staying connected:> Maintain professional certifications (e.g., CPA).> Assigned a mentor and career coach.> Attend Deloitte functions.> Work as independent contractor.

Source: Women Leaders Symposium, 22nd Annual Conference of the Society of Industrial and Organizational Psychologists; April, 2007, New York, NY


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• Deloitte’s results: > 21% of employees at the partner, principal, and director level

are women; Deloitte leads Big 4.

> 46% of all employees are women.

> Consistently recognized on Working Mother’s “100 Best Companies for Working Mothers” honor roll.

> Has created or sponsored more than 400 professional development, networking and mentoring activities.

Source: Women Leaders Symposium, 22nd Annual Conference of the Society of Industrial and Organizational Psychologists; April, 2007, New York, NY


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Retention Innovations: Best Buy: Smashing the Clock

• Best Buy’s situation:> Burnout among headquarters employees. > Management emphasis on face time/> Expectation of 24/7 availability due to technological advances.

• Solution:> Results Only Work Environment (ROWE).> Focus on what gets done, not physical presence.> No mandatory office time.> Work when and where you want – just get the job done.

Source: Conlin, M. Smashing the Clock, BusinessWeek, November, 2006,

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Best Buy: Smashing the Clock

Results: > Average voluntary turnover has fallen drastically.> Productivity is up an average 35%. > Employee engagement has increased.

Discussion QuestionFrom an HR perspective, what types of systems need to be in place to

sustain ROWE on an ongoing basis?

Source: Conlin, M. Smashing the Clock, BusinessWeek, November, 2006,

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Conclusion

• Building an employer brand leads to higher-quality and more efficient recruiting.

• Generational differences are a source of diversity – use them to your advantage, minimize conflicts through training/education.

• Create an organizational culture that serves to execute your strategy and retain and attract the best workforce.

> Determine drivers of retention of your workforce.> Consider ways to create more “glue” for your high-

performing population of employees.

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Thank You!

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HR Knowledge: Employer Branding and Retention Strategies - SHRM India